Tag: empathetic listening

The movie, “Loveless” depicts the escalating costs of the vicious cycle of destructive criticism in a graphic manner. The movie is set in Russia and was directed by Andrey Zvyagintsev and co-written with Oleg Negi.

The couple involved in the movie are separated and in the process of divorce but are consumed by anger, frustration and hatred for each, despite each having established a relationship with a new partner. The movie brings into stark relief the impact of their vehemence on the life of their 12-year-old son, who is seen as cowering and crying when the parents verbally abuse each other in a escalating tirade of insults and name-calling. The son is invisible to them as they pursue their mindless criticisms of each other.

The climax of the movie comes when the son disappears, and the parents are forced through police inaction to join in the volunteers’ search for their son. In summary, not only is their son’s life impacted negatively but so also are their new relationships as the toxicity of unresolved resentment eats away at them.

We can be caught up in a cycle of destructive criticism when relationships go bad, when we are frustrated that our expectations are not realised or when we become absorbed in the pain of hurts from another by replaying them in our mind. Sometimes, our criticism is a projection of our own sense of inadequacy or ineffectiveness. The cycle of negative criticism, and its costs, are compounded when each party attempts to inflict ever greater pain on the other by caustic and demeaning remarks.

Breaking the cycle of destructive criticism by mindfulness

The cycle of negative criticism is difficult to break as each party is mindlessly attacking the other without any thought of the long-term consequences for themselves or the other person.

Margaret Cullen suggests a three-step mindfulness process to wind back resentment and hurt and break the cycle of destructive criticism:

Get in touch with your thoughts and name your feelings and their intensity. Take advantage of the space between stimulus (the other person’s words and/or actions) and your own response. Avoid reactivity that will have you saying something you later regret and add to the destructive cycle of abusive criticism.

Undertake and honest and open conversation – explain what happened and how it made you feel. Avoid blaming and name-calling in this conversation and use empathetic listening to rebuild trust. You have to take this step to break out of the cycle or you will be consumed by resentment, as portrayed in the movie, “Loveless”. If you want a relationship to improve, you have to change your response, not deepen the hurt experienced by the other person.

You can let go of disappointment and bitterness by undertaking a forgiveness meditation – which can be directed to yourself and/or the other person. Holding onto resentment can only harm you both in the short term and the long term. It will contaminate your relationships at home and at work. Forgiveness, on the other hand, creates freedom.

As we grow in mindfulness through regular meditation, we increase our response ability and develop ways to handle personal criticism. This enables us to avoid the cycle of destructive criticism which is so injurious to ourselves and our relationships.

Invariably, our regrets flow from times when we have not been mindful. There are many situations in life where this can occur. Our regrets typically have to do with things we should not have said, actions we should not have taken, or things that we omitted to say or do that we should have said or done.

Situation: The job interview

When going for a job interview, for example, you may have been so nervous and panicky, that you did not present yourself in the best light. You may have been “not with it” or unfocused. Without a clear mind, you would not have understood the interviewer’s questions or responded in an appropriate manner. You probably had not worked out “where they were coming from” or what they intended by their questions.

Nor would have you picked up any emotions behind the interviewer’s questions such as concern, anxiety or even fear. You could have come away thinking, “I just blew it” and realising that you left important things unsaid and did not “put your best foot forward” in terms of demonstrating your expertise. In failing to remain calm, you missed the opportunity to convince the interviewer that you could handle stress well. Mindful practice, in contrast, enables you to display calmness and clarify of mind.

Situation: Interaction with your partner

You may have had a recent interaction with your partner where you came away thinking, “I did not handle that well”. Your partner may have complained that you were not listening or that your mind was elsewhere. You may have become defensive, interrupted their sentences and talked over them – leading to frustration and anger on their part. In short, you may have failed to engage in active listening. Mindful practice helps you to be fully present to the other person and listen for understanding, rather than to mount a self-defence.

Situation: Coversation with a friend or colleague

Your friend could have engaged you in conversation only to find that you were just interested in talking about yourself and your accomplishments – in other words not being present to them. Alternatively, a colleague or staff member may have started talking about an issue or concern they had, and you quickly diverted or terminated the conversation because of your unease with the emotional content of their information. You were not able to listen empathetically to what they had to say, because you were so preoccupied with your own emotions. Mindful practice enables us to be empathetic listeners and to show people and their emotions the respect they deserve.

Situation: Conflict with a colleague, partner or friend

You may have “lost your cool” or over-reacted in a conflict situation when you encountered a negative trigger – something that was said or done (your pet hate) that set you off. You may not have developed self-management through mindful practice or learned to employ the SBNRR approach discussed previously. This approach enables you to stop, breathe, notice, reflect and respond – in that sequence.

As we grow in mindfulness, we are better able manage the stressors in different situations – to listen effectively and empathetically and to self-manage by keeping our emotions and reactions under control. If we achieve this, we will have fewer regrets about our words, actions or omissions.

What do you think it would be like to follow a mindful leader, someone with advanced emotional intelligence skills? As we have discussed, mindful leadership entails self-awareness, self-management, motivation, empathy and social skills (compassion and communicating with insight). The mindful leader attracts and inspires followers because of these characteristics.

They have a highly developed level of self-awareness, acknowledge their limitations, admit when they make a mistake and are tolerant of others’ mistakes. When someone else makes a mistake they do not look for an individual to blame but undertake a system-based analysis to learn from what happened.

A mindful leader inspires confidence and trust – they are in control of their emotions. They do not lose their temper when something happens that embarrasses them or their organisation/community. Their high level of self-management enables them to stay calm in any situation they confront, even in what appears to be a crisis. This level of self-composure reassures followers that the situation is under control and models calmness and self-control.

Mindful leaders are highly motivated – they have a clear vision that is aligned to their values. In turn, they are able to effectively communicate their vision and reinforce their values by their congruence – aligning their actions with their words. This alignment means that their communications are believable and inspiring.

The mindful leader understands others’ pain and suffering and genuinely feels with and for them. They are empathetic listeners, able to reflect and clarify feelings as well as content. They are not so self-absorbed that they are oblivious to others’ feelings – they are empathetic and inspire a willingness to be open about and deal with emotions. They themselves show vulnerability by being open about their own emotions – whether that means having felt anger, disappointment, distress, pride or any other emotion.

The mindful leader is compassionate – they not only notice others’ suffering and express empathy but also act to alleviate that suffering where possible. Their compassion is an inspiration to others and gives followers permission to be compassionate to others in the organisation or the community. They talk about the organisation/ community in terms of a family – they do not employ the aggressiveness of the sport/war metaphor.

Mindful leaders communicate with insight gained through clarity of mind and a calm demeanour. They see beyond appearances and have a depth of understanding that encourges and inspires followers. Their communications are clear, meaningful and accessible – they inspire engagement.

They are fundamentally happy – they are doing something meaningful, engaging their core skills and contributing wholeheartedly to a vision that extends beyond themselves.

Chade-Meng Tan, author of Search Inside Yourself, is the epitomy of mindful leadership. His effusiveness and happiness is contagious, his vision engaging and his clarity and acuity are inspiring. Meng, in his Google Talk, explains the foundations of the Search Inside Youself program, the benefits that accrue and why he chose to embed it in a prominent, global organisation such as Google.

Meng explains that his vision is to contribute to world peace by developing, on a global scale, leaders who are compassionate. He sees that helping leaders to grow in mindfulness will achieve this goal. The Search Inside Yourself Leadership Institute is a vehicle to bring his philosophy and training to the world through conduct of workshops, seminars and intensive training on a global basis. In pursuit of this vision, Meng and his collaborators are developing trainers who can work globally.

Meng is one example of a mindful leader and his passion, humour, insight and humility are inspiring.

So the first aspect of empathy is the capacity to experience what the other person is experiencing from their perspective. It is like, metaphorically, standing in their place, realising and understanding what they are thinking and feeling. It is not trying to provide a psychological solution or judging the emotion of the other person. At the heart of empathy is understanding both intellectually and emotionally what is involved for the other person.

Secondly, it is the discernment ability to separate the other person’s emotion from your own. It is not owning the other person’s feelings as if they were your own. This ability to differentiate yourself and your feelings from the other person and their feelings is critical. An inability to do this means that you will eventually suffer from empathy overload, which can be harmful to you and reduces your capacity to help the other person. Total identification with the other person is not the goal of a healthy approach to empathy.

There are a number of ways to enhance your empathy. Here I will discuss three strategies:

1.Understanding and appreciating similarities

Foundational to empathy is self-awareness and the ability to recognise similarities between ourself and other people. When we focus on differences, we are less able to empathise with others and are more inclined to make assumptions about others. It is interesting, too, that we tend to judge ourselves by our intentions and judge others by their presumed motivation. We all know that there can be a huge gap between intention and action.

2. Empathetic listening

Empathetic listening involves not only attending to what someone’s is saying (the words), but also the feelings (the emotions) behind the words. It includes the capacity to not only reflect back the content of the other person’s communication, but also the ability to reflect back the emotion and depth of emotion involved. This is often very difficult to do, given our busy lives and our tendency to run away from emotional encounters – either withdrawing physically or psychologically by tuning out. As we grow in mindfulness, we are better able to stay present to the other person and listen empathetically.

3 Kindness

Simple acts of kindness, helping another in difficulty, builds empathy as it relies on awareness of another’s predicament and a willingness to take some action towards assisting that person. If you are looking for inspiration for your own acts of kindness, here are some websites that may help: